Services portal

ABSTRACT

An apparatus for monitoring performance of an industrial process includes a service portal for collecting, transmitting and analyzing parameter data from process field devices that includes a network connection that connects to a process control system of the industrial process, a remote collector that collects parameter data from process field devices, a processor that identifies, sorts, and stores the collected parameter data and a communications module for transmitting the stored parameter data to a remote monitoring station for analysis.

CROSS-REFERENCE TO RELATED APPLICATION

[0001] This application claims priority to U.S. Provisional ApplicationNo. 60/416,538, filed Oct. 8, 2002, titled PERFORMANCE STATION, which ishereby incorporated by reference in its entirety for all purposes.

TECHNICAL FIELD

[0002] This disclosure relates to industrial processes, and moreparticularly to optimization of industrial systems.

BACKGROUND

[0003] A great challenge of managing industrial systems and processplants is the ability to improve and validate system performance.Companies want stable system platforms that all but eliminate downtime.

[0004] Many factors affect system stability and downtime. For example,these factors range from human aspects such as inadequate, incorrect orconfusing procedures, and insufficient training to other factors such aspoor system/application design and engineering and improper or less thanoptimum equipment. Various mechanisms have been developed to account forand/or monitor some of these factors. However, there exists a demand fornew methods and technology to supplement traditional mechanisms used toprovide system stability and improve performance.

SUMMARY

[0005] In one general aspect, a proactive monitoring and reportingappliance collects information from various field devices that are partof an industrial process to enable proactive, predictive remotemonitoring services that implement a dynamic performance strategy.Unlike fault tolerant systems, that allow for system failures andcontinue to operate despite them, proactive, predictive remotemonitoring seeks to avoid failures altogether. Therefore, a predictiveanalysis monitor is provided to identify potential and intermittenthardware, network, application faults and potential system unreliabilityissues before failures occur. Once identified, the predictive analysismonitor gives advance warning through alarm messaging either back to aremote performance-monitoring center and/or to a local interface.

[0006] The predictive analysis monitor obtains data from various eventlog files or on site process controllers or gathers process parameterdata directly from the field devices. The predictive analysis monitorthen applies data pattern/signatures, thresholds, tolerances andanalysis techniques to detect and classify faults or instabilities andto diagnose potential failures. Each of these thresholds, tolerances andanalysis techniques undergo expert review and analysis to assist in thediagnosis and to verify and validate any proposed solutions.

[0007] The predictive analysis monitor also gathers data to assist inoptimizing the current process and to achieve improved economic valuefrom the process, a greater return on investment for capital equipmentand from the process.

[0008] The predictive analysis monitor can be used as part of a businessrelationship established between the supplier and amanufacturing/processing company whereby the services portal and theanalysis provided from its data collection and analysis, including theexpert analysis provided by the supplier's experts, are provided by thesupplier as a service to the manufacturing company, who may lease theservices portal.

[0009] In one general aspect, a method of improving a manufacturingclient's business performance includes determining a current baselinebusiness performance for the client including identifying targeted areasof improvement in the manufacturing area, analyzing potential economicgain that may be realized for each targeted area, identifying dynamicperformance measures for each targeted area, monitoring industrialprocess parameters within the target areas and developing baselinedynamic performance measures of the target areas, analyzing the baselinedynamic performance measures to identify areas for optimization withinthe industrial process, and optimizing the industrial process parametersbased on the analysis of the baseline measures. Determining a currentbaseline business performance for the client can include on site studyof the plant process.

[0010] In one aspect, identifying targeted areas of improvement mayinclude identification of deficient performance of the process usingeconomic analyses. Identifying dynamic performance measures for eachtargeted area may include identifying measurable process parameters thatare directly related to economic performance of the targeted area.

[0011] Monitoring industrial process parameters within the target areasand developing baseline dynamic performance measures of the target areascan include observing multiple performances of the processes associatedwithin each target area, and evaluating economic effects of theindividual industrial process parameters. Monitoring industrial processparameters can also include establishing a baseline optimum value foreach process parameter based on multiple performances of each process.

[0012] Analyzing the baseline dynamic performance measures to identifyareas for optimization within the industrial process may includeevaluating the economic effects on the product of the industrial processparameters.

[0013] In another general aspect a method of optimizing industrialproduction includes providing an onsite production processparameter-monitoring device to a client for monitoring the parameters ofa set of field devices associated with a client production process wherethe monitoring device can transmit process data offsite for analysis.This method can include associating the monitoring device with a dataoutput of each field device within the set of field devices, where eachfield device gathers process parameter data associated with an operationperformed and transmits the data to the monitoring device associatedwith the process. Each field device can be monitored through a pluralityof performances of the process, while gathering parameter data from eachperformance and transmitting the gathered data offsite for analysis.Gathering parameter data for each performance of a field device caninclude splitting the data stream from each field device into individualprocess parameter data, creating a data historian for each parameter,for each field device and for each production process, storing the datain an on-site central data collection device and in an offsite storageand analysis device.

[0014] In one aspect the method can also include maintaining an on sitecentral data collection device wherein all of the data associated withthe process is collected for on site and offsite use. Associating themonitoring devices with a data output of every individual field devicecan include defining a potential data output stream from each fielddevice and establishing a data communications link between each fielddevice and the associated monitoring device. In this aspect, defining apotential data output stream can include identifying relevant processparameters, and ensuring that each relevant process parameter is beingmonitored. Establishing a data communications link between each fielddevice and the associated monitoring device includes linking the fielddevices to the associated monitoring device using any combination ofwireless, infrared, RF, direct connect, POTS, Ethernet, LAN, WAN,internet, intranet, fiber optic, optical, or any other type ofcommunications link that can be made between two or more data storage orprocessing devices. Similarly, the monitoring devices transmit the dataoffsite using any combination of wireless, infrared, RF, direct connect,POTS, Ethernet, LAN, WAN, internet, intranet, fiber optic, optical, orany other type of communications link that can be made between two ormore data storage or processing devices.

[0015] A method of optimizing industrial production includes providing aplurality of onsite production process parameter monitoring devices to aclient for monitoring the parameters of a set of field devicesassociated with each client product wherein each monitoring device cantransmit process data to an offsite analysis group, associating themonitoring devices with a data output of each field device in the set offield devices, wherein each field device gathers process parameter dataassociated with the operation performed and transmits the data to themonitoring device associated with the process, monitoring each fielddevice through a plurality of performances of the process, whilegathering parameter data from each performance, transmitting thegathered data offsite for analysis, and analyzing the gathered dataoffsite using process experts, wherein the process experts developoptimal physical parameter ranges for each field device of each clientproduction process.

[0016] In one aspect, the method of optimizing industrial production canalso include an on-site central data collection device wherein all ofthe data transmitted offsite is collected for on-site use. This methodcan also include transmitting the optimal physical parameters for eachfield device of each client production process to the client and makingadjustments to a field device controller for each field device, whereinthe adjustments are based on the analysis of the data performed by theexperts. The data analysis can include developing a statistical modelfor the data, developing simulation models of the process using thedata, and doing a trend analysis of the data. The adjustments can bemade in the process while the process is running or while the process isidle and can result in optimal productivity for the process.

[0017] An apparatus for monitoring performance of an industrial processcan include a service portal for collecting, transmitting and analyzingparameter data from process field devices. The service portal caninclude a network connection that connects to a process control systemof the industrial process, a remote collector that collects parameterdata from process field devices, a processor that identifies, sorts, andstores the collected parameter data, and a communications module fortransmitting the stored parameter data to a remote monitoring stationfor analysis. The network connection can be a wireless networkconnection, an optical network connection, a radio frequency networkconnection, a LAN, a WAN, a POTS, a SONNET network, a DSL connection, anISDN connection or any other type of network connection. The remotecollector can collect the parameter data from a workstation. Theprocessor may perform simple analysis of the parameter data includingtrends analysis, statistical analysis, data modelling and simulationdevelopment of the process.

[0018] The details of one or more implementations of the invention areset forth in the accompanying drawings and the description below. Otherfeatures will be apparent from the description and drawings, and fromthe claims.

DESCRIPTION OF DRAWINGS

[0019]FIG. 1 is a block diagram of a performance station.

[0020]FIG. 2 is a diagram of a services portal connected to an exemplaryindustrial processing system.

[0021]FIG. 3 is a diagram of an application probe object showing some ofthe possible inputs.

[0022]FIG. 4 is a flowchart of an example of the performance allianceagreement business model.

[0023] Like reference symbols in the various drawings indicate likeelements.

DETAILED DESCRIPTION

[0024] Overview

[0025] Many industrial processes are implemented by various resources ordevices located throughout an industrial system. Continuous, batch andsemi-batch industrial processes are implemented by various field devicesthat are automated and may be controlled by intelligent automatedsystems. Intelligent automated systems include various process controlsystems including programmable logic controllers (PLC), processors,workstations, communications systems software and related infrastructurethat monitor and control the field/plant devices to implement theindustrial processes.

[0026] Intelligent automated systems provide information to businesssystems that manage the industrial processes. For example, the businesssystems may be used to supervise and control the intelligent automatedsystems and ensure that the processes are operating as desired. Thebusiness systems also may be used to implement business decisions,adjust production and process parameters, and generally control theindustrial processes.

[0027] To improve overall system performance, proactive, predictivemonitoring services and reporting stations collect information from theintelligent automated systems to implement a dynamic performancestrategy. Unlike fault tolerant systems that allow for system failures,proactive, predictive remote monitoring services help to avoid failuresaltogether and improve system availability and performance.

[0028] Proactive, predictive monitoring services improve systemperformance by identifying potential and intermittent field device,hardware, network, and application faults, and potential systemunreliability or instability issues throughout the monitored industrialprocess. Once identified, various indications and advance warnings areprovided by analysis reports, alarm messaging, and graphical userinterfaces. The indication and advanced warnings may be provided to oridentified by a remote performance-monitoring center and/or on site to alocal operator so that appropriate action may be taken to maintain oroptimize system availability and performance.

[0029] A services portal provides a platform for the proactive,predictive monitoring services. A predictive analysis monitor obtainsdata from various event log files from workstations or on site processcontrollers. The predictive analysis monitor stores and reports thecollected data, and provides data threshold alarming, rate-of-changealarming, and trend alarming, based on the collected data.

[0030] The predictive analysis monitor also provides analysis tools,such as, predictive failure analysis, loop performance analysis, assetmanagement, process modeling, and performance modeling. The predictiveanalysis monitor applies the analysis tools to the log files andcollected data to help detect and classify faults, to diagnose potentialfailures, and to improve/maintain system performance. As a result,system performance is increased by proactively monitoring criticalindustrial control processes to maximize system availability, uptime,and use of system resources. The predictive analysis monitor alsoreduces maintenance time and cost through predictive maintenance usingthe analysis tools to provide notification of the deterioration ofsystem component health and through comprehensive graphical userinterfaces, and reporting.

[0031] System Overview

[0032]FIG. 1 shows one implementation of a services portal 105 withperformance analysis monitor 100 that can be connected to a variety ofautomated industrial process systems. The services portal 105 is thehardware portion of the system while the performance analysis monitor100 performs the software and data analysis functions. The servicesportal includes a remote collector 110, which connects to the variouslevels of the industrial process. The remote collector 110 can connectand/or communicate directly with application objects (described ingreater detail below) at the individual field devices or workstations,collecting data representing the process parameters at the point ofmeasurement, or can connect and/or communicate with an industrialprocess' integrated controller or host workstation and can collect dataat that level. In addition, the remote collector 110 can connect to,communicate with, and collect and interpret data from applicationobjects at all other levels of controllers and process parameterindicators, analog or digital, including independent workstations,programmable logic circuits, proportional, proportional-integral,proportional-integral-derivative controllers, host workstations,automated process controllers, distributed control systems, centralizedcontrol systems, individual sensors, handheld data collection devices,servers, mini computers, and any other devices used to indicate processdata values or control processes.

[0033] The information can come in various forms such as real-timeindividual values to stored historic data and can be recognized, sortedand stored in the performance analysis monitor's historian database. Theindividual connections can be wireless, infrared, optical, RF, Ethernet,LAN, WAN, POTS, SONNET, and other common data communications types orcombinations of data communication types. As the data from theindustrial process is gathered by the remote collector 110, theperformance analysis monitor 100 can send the data to a processor 120that includes a loop analyst process 125 to perform an initial real timedata analysis of the process including a loop analysis. While monitoringthe process, the performance analysis monitor 100 can build an historiandatabase 130 that records the historical parameters of the industrialprocess. This historian 130 can be accessed either locally or remotelyto conduct optimization analysis on the industrial process from the toplevel all the way down to the individual field device level. Theservices portal 105 includes a telecommunications module 140 that maycommunicate through a network 150 in order to remotely report alarmstatus, provide for remote access, and to provide maintenance access andreporting to a remote monitoring service 160. The network 150 may be aLAN, WAN or other communications network including the Internet. Allcommunications external to the process network can be security protectedusing a variety of protection schemes including firewalls and dataencryption.

[0034] Performance Analysis System

[0035]FIG. 2 shows the performance analysis monitor 100 connected to aclient's industrial process. The performance analysis monitor 100 mayinclude connections to various field devices 210 that implement one ormore industrial field processes. Other connections may be to one or moreprocess control devices 220 that implement intelligent automatedapplications to control the field devices 210 and the system processes.

[0036] The process control devices 220 can communicate on variousnetwork data paths 230. The process control devices 220 can beindividual workstations 250, integrated process controllers 221 that arepart of the field device 210, hand held process controllers that supplyindividual instructions to and retrieve real time and archived data fromfield devices throughout the process (not shown), and host workstations290 that gather data from a variety of process field devices andworkstations 250. The communications network data path 230 may beimplemented using various communication media and networks. Thecommunications network path 230 may be configured to send and receivesignals (e.g., electrical, electromagnetic, RF, or optical) that conveyor carry data streams representing various types of analog and/ordigital content. For example, the communications network path 230 may beimplemented using various communications media and one or more networkscomprising one or more network devices. Examples of these may beservers, routers, switches, hubs, repeaters, and storage devices. Theone or more networks may include a WAN, a LAN, an Ethernet, a plain oldtelephone service (POTS) network, a digital subscriber line (DSL)network, an integrated services digital network (ISDN), a synchronousoptical network (SONNET), a wireless network or a combination of two ormore of these networks. In addition, the communications network path 230may include one or more wireless links that transmit and receiveelectromagnetic signals, such as, for example, radio, infrared,electromagnetic and microwave signals, to convey information. In oneimplementation, the process control devices 220 are connected usingEthernet connections.

[0037] The services portal 105 is connected to the control devicesthrough a system network 240. The network may include any number ofcomponents and/or network devices such as hubs, routers, switches,servers, repeaters, storage devices, communications interfaces,processors, and various communications media to establish a local areanetwork (LAN), a wide area network (WAN), a switched network, a radionetwork, a cable network, or a satellite network, or a combination oftwo more of these networks. In one implementation, the services portal105 may be connected to various controllers by a TCP/IP Ethernet LAN.

[0038] As shown in FIG. 2, a performance analysis system 200 may includeone or more workstations 250 that monitor and control various fielddevices 210. Each of the workstations 250 may include a general orspecial-purpose computer capable of responding to, generating, andexecuting instructions in a defined manner. The workstations 250 mayinclude any number of other devices, components, and/or peripherals,such as memory/storage devices, input devices, output devices, userinterfaces, and/or communications interfaces.

[0039] The workstations 250 also may include one or more softwareapplications loaded on workstations 250 to command and direct eachworkstation 250. Applications may include a computer program, a piece ofcode, an instruction, or some combination thereof, for independently orcollectively instructing the workstation 250 to interact and operate asdesired.

[0040] The applications may be embodied permanently or temporarily inany type of machine, component, physical or virtual equipment, storagemedium, or propagated signal wave capable of providing instructions tothe workstation 250. In particular, the applications may be stored on astorage medium or device (e.g., a read only memory (ROM), a randomaccess memory (RAM), a volatile/non-volatile memory, or a magnetic diskreadable by the workstation, such that if the storage medium or deviceis read by the workstation, the specified steps or instructions areperformed.

[0041] Each workstation 250 may include one or more block processors 260that receive process data associated with system resources (e.g., freememory, disk space, control processor loading, configurable operatingsystem resources, and kernel resources). The block processors 260identify user-defined and enabled block types from the block database295 and sets up application objects 215 to collect and store datagathered by data probes 270 associated with a specific field device 210.

[0042] Each workstation 250 may also include one or more data probes 270that are associated with various processes and system resources. Thedata probes 270 supply resource and process data used by the predictiveperformance monitoring services. The data probes 270 may be implementedusing software that monitor, collect, and populate application objects215 with field device parameter data. The data probes 270 extractreal-time and archived data (where available) from the individual fielddevices 210. The application objects 215 gather the extracted fielddevice data, resource data and process information supplied by the dataprobes 270. In one implementation, there is a one-to-one relationshipbetween an application object 215 and a data probe 270.

[0043]FIG. 3 shows an application object 215. Each application object215 includes a set of common attributes used for system monitoring andalarms. For example, application objects 215 may include one or more of:a rate at which data is collected 310, a date of last update 320, a timeof last update 330, an error string for a data probe error message 340,an indication that the data probe was executed during the specifiedperiod 350, a one shot execution of data probe to set attribute values360, a signal to reinitialize a data probe 370, a description textstring to describe the application object 380, an alarm description tobe used in an alarm message 390, an object type 315, a log file tospecify the path of a log file used by a data probe 325, and anapplication object version 335. Application objects 215 serve as datafiles that temporarily store the data gathered by the data probes 270from the field devices 210. The remote collector 275 accesses andremoves the data in the application objects 215 and sends it to thehistorian 130 for long term storage.

[0044] Returning to FIG. 2, each workstation 250 may also be providedwith network and station resource monitoring software. The monitoringsoftware can include at least two application object interfaces: one tomonitor system and workstation resources, and a second to monitorworkstation and network resource errors. The application objectinterfaces can be run by a block processor 260 that can gather theresource data using control blocks (for which the block processor hasbeen programmed) as described in further detail below.

[0045] One or more host workstations 290 can be connected to serverworkstations 250 by communication network paths 230. The hostworkstations 290 can oversee the monitoring and data collection fromtheir associated workstations 250. The host workstation 290 mayconfigure the block processors 260 and collect the resource data (incontrol blocks) under supervision of the services portal 105 asdescribed below. In addition to the data probes 270, application objects215, and block processors 260, the host workstation 290 can include aremote collector 275, a block manager 285, and a block database 295.

[0046] The remote collector 275 collects application object data fromone or more workstations 250 in the form of control blocks 265. Theremote collector 275 receives process data from the communicationsnetwork path 230.

[0047] The block manager 285 configures each of the block processors260, and application objects 215. The block manager 285 communicateswith each block processor 260 using the communications network path 230.The block manager 285 specifies the desired control block types to beassociated with the application objects 215. The block database 295stores all of the block types that may be used to configure the blockprocessors 260. The block database 295 is used for configuration anddeployment management only. In one implementation, the block database295 may be implemented using an Informix database available fromFoxboro. The block manager 285 accesses the block database 295 toprovide the appropriate block types to the block processors 260 of theworkstations 250.

[0048] The services portal 105 can be connected to each host workstation290 by communications network paths 230. The services portal 105provides for data collection and operates as a platform for theperformance analysis monitor 100. The performance analysis monitor 100includes a historian 130, a performance web (PERFWEB) 255, and a blockconfigurator 245. The historian 130 supports the collection, storage,and retrieval of process data and alarms. The historian 130 works inconcert with a powerful set of client-server and web-enabled desktoptools that provide access to key process management information (e.g.,by the remote performance center 160 and through local onsite graphicuser interfaces). The historian 130 collects real-time process data fromany process, system, device, and/or system resource.

[0049] The historian 130 recognizes and collects all types of processdata from application objects 215 and alarm objects that are obtainedfrom the remote collector 275. The historian 130 also collects alarm andevent messages including process alarms, operator actions, and systemstatus messages and stores them in the historian database 130.

[0050] Installation and Deployment

[0051] Beginning with system initialization, the block configurator 245provides a graphical user interface 205 to control the block manager 285and block database 295 of the host workstations. The block configurator245 configures the block processors 260 for the performance analysismonitor 100 in conjunction with the block managers 285 and blockdatabase 295. The configurator 245 communicates with the block database295 using communications network paths 230. The graphical user interface205 may run on any platform, for example the graphical user interfacemay run on a PC-NT platform or other environment (e.g., Windows 2000 orXP).

[0052] The block configurator graphical user interface 205 includes aninstall feature and a checkpoint feature. The install feature savesblock types to the block database 295 and generates application objectfiles from the block types. The block manager 285 accesses theapplication object files and transfers the application object files toeach specific block processor 260. Each block processor 260 then createsthe application object 215 from the application object files.

[0053] The block processor 260 of each workstation 250 creates theapplication objects 215 directly from application objects files providedfrom the block managers 285. The block processor 260 also initializesthe application objects 215, defines the data probes 270 associated withthe application objects 215, and performs periodic check pointing. Checkpointing may be used to obviate a global data probe execution after aworkstation reboot (which could overload the system).

[0054] The checkpoint feature updates the application objects' filecorresponding to the application object interface. An upload featurecorrects the block database 295 with the latest checkpoint update. Asave feature updates the block database 295, generates a map file,transfers the map file to the target block processor 260, recreates theapplication objects 215 on the target block processor 260 and, whereapplicable, reestablishes the updates from the block processor 260 andadjusts the checkpoint feature and upload features.

[0055] When a workstation 250 is rebooted, the context associated withlocal application object 215 is established by accessing a predeterminedlocal application objects directory. For each application interface, theblock processor 260 opens the application interface's applicationobjects file and uses the information to create the application objects215 and open the application interface's initialization file and use theinformation to initialize attributes to their check pointed values.

[0056] A detail display (with overlays) is provided for each block type.Detail displays for alarm blocks also are provided that include theviewing of the alarm state and the acknowledging of the alarm.

[0057] The structure will be:

[0058] CMP.r file containing a list of the Compound Names.

[0059] <COMPOUND>.r file containing a list of the Block Names in aspecific Compound.

[0060] <BTYPE>.fdf Display File template for each specific block type.

[0061] <BTYPE_OVERLAY>.fdf Overlay Display File template for eachspecific block type.

[0062] The .r files and the .fdf files are disseminated to eachworkstation 250. When a compound or a block (instance) is added, the .rfiles are updated in each workstation 250.

[0063] The performance analysis monitor 100 presents measurement andalarm information concerning workstation performance using theapplication object variables. Monitoring blocks are used to gather andupdate the application object variables from associated data probes.Alarms are used to warn the manufacturer of out of specificationconditions at specific field devices that may indicate imminent devicefailure, unsafe conditions, or unacceptable product.

[0064] Alarming may be configured using dedicated alarm blocks. Forexample, the following alarm block types may be provided: low, low lowand rate-of-change on one measurement; high, high high andrate-of-change on one measurement; and state alarm on one measurement.

[0065] The alarm block may incorporate one or more alarm objects. TheAlarm Objects may include alarm attributes. Examples of High AbsoluteAlarms are: <Application>:<Object>.HA00OP Alarm Option<Application>:<Object>.HA00GR Alarm group <Application>:<Object>.HA00PRAlarm Priority <Application>:<Object>.HA00LM Alarm Limit<Application>:<Object>.HA00DB Alarm Deadband<Application>:<Object>.HA00TX Alarm Text <Application>:<Object>.UNACK<Application>:<Object>.ALMSTA [<Application>:<Object>.PRTYPE][<Application>:<Object>.CRIT]

[0066] The block processor 260 creates the applications and applicationobjects directly from map files, creates the applications andapplication objects with alarm attributes; initialize applications; getvalues to source application objects (e.g., instead of connectionmapping) and perform periodic check pointing.

[0067] Performance Enhancement Business Model

[0068] The performance analysis monitor 100 provides a services supplierthe opportunity to create and implement a new business model with theservice portal 105 serving as the supplied hardware. This business modelrecognizes the availability of cost savings to potential clients byusing the performance analysis monitor 100 to optimize clientutilization of capital assets to maximize return on investment (ROI) andprocess output. One example of this new business model has beendeveloped as a Performance Alliance Agreement.

[0069]FIG. 4 is a flowchart of the Performance Alliance Agreementbusiness model 400. Interest in an agreement is assessed 405 and thedecision to proceed is made. The manufacturer may choose to have a proofof concept demonstration 410 performed prior to entering into a fullagreement. If the proof of concept path 415 is not chosen, the processcontinues with the manufacturer and supplier assigning alliance managers480. If the proof of concept path 415 is chosen, the proof of concepttesting is generally performed on one or a few of the manufacturer'sprocesses chosen jointly by the manufacturer and the supplier 420. Thefirst step is identifying needed improvements in the process 430,followed by developing the baseline and choice of dynamic performancemeasures (DPMs) 440. The improvements are executed 450 using the systemwith continuous tuning of the system and the improvement is evaluated460 by comparison to the baseline 440. Assuming a successfuldemonstration 470, the manufacturer and supplier assign alliancemanagers 480, who enter into a performance alliance agreement 490,whereby the established DPMs from step 440 are used to develop thebaseline for each of the manufacturer's processes, needed improvementsare identified 465, executed 475, and evaluated for the economic valueadded (EVA) 485. The process is continuously evaluated and improveduntil it is no longer economically a sound investment to implementadditional improvements.

[0070] In a Performance Alliance Agreement between a manufacturer and asupplier these fundamentals are used to develop a mutually beneficialrelationship that pools the experience and intellectual capital of bothparties to achieve improved financial results by leveraging the deployedassets of the manufacturer. This is realized through:

[0071] 1. The joint selection of areas in the manufacturing operationstargeted for improvement;

[0072] 2. An analysis of the potential economic gain that may berealized for each selected operation;

[0073] 3. Agreement on the commercial terms for implementing eachimprovement activity;

[0074] 4. Identifying and implementing dynamic performance measures(DPM's);

[0075] 5. The calculation of the baseline of economic performance foreach operation by running the dynamic performance measures (invisible)for an agreed upon baseline period;

[0076] 6. The execution of each of the improvement activities;

[0077] 7. Determination of the economic value added through ongoing DPManalysis; and/or

[0078] 8. DPM's are monitored on an ongoing basis to ensure thatcontinuous improvements are occurring.

[0079] Performance services are intended to ensure that the economicvalue generated by such an alliance is greater than the cost of theservices.

[0080] In order to enhance system performance, a review of businessstrategy and market conditions is performed to identify opportunitiesfor performance improvement that are consistent with the businessstrategy, the financial, the human resources, and the fundamentals ofthe business relationship, (including mutual expectations of riskmanagement and commensurate rewards for both parties).

[0081] The conclusion, if agreement is reached, is a commitment toproceed with an action plan that includes allocation of financial andhuman resources to execute the plan. If agreement is not concluded theparties have the choice of continuing the Assess Interest discussion oradopting a different approach to performance improvement.

[0082] Entering into a performance alliance sometimes poses a challengeto the traditional business model and adjustments may be required to thecultural business environment to accommodate a long-term benefit andrisk-sharing partnership. Significant to this adjustment is theacceptance of DPM as metrics of performance baseline and improvementsrealized that require reconciliation with the existing standard internalmanagement information system-derived performance reports. Developingthe cooperative model necessary to gain experience with solving theseand other operational issues can be accomplished in a proof of conceptperformance contract (path 415) between the supplier and themanufacturer for one or two sites or areas in order to build mutualtrust and confidence to accept this new approach to a businessrelationship that extends beyond the typical legal definitions of anagreement.

[0083] One goal is to determine how the business can be improved, byusing integrated solutions that reduce opportunity cost, whilesupporting the need for operational agility, with continuously currentsolutions. To acquire the necessary funding, the migration plan maydefine how potential changes will yield an acceptable ROI within areasonable payback period. The ability to support the vision, meetproject ROI and payback requirements, and improve the on-going Return onAssets (ROA) is the a core function of an effective migration plan, andthe value of completing a Benefit Study and Business Case Analysis(described below).

[0084] The Benefit Study and Business Case Analysis should answer thefollowing questions:

[0085] 1. What is the business vision, and the operational strategy andgoals?

[0086] 2. What is the “As-Is” enterprise model? Enterprise models arepictorial representations of the organization, its goals, workflow,production process, and data flow. They can be easily produced andverified by the process owners. Thereafter, they help focus and improvethe following types of analysis.

[0087] 3. What are the Key Process Inputs (KPIs) and Key Process Outputs(KPOs) for each step in the existing work process or production models?KPIs and KPOs may include: goals, schedules, information, labor,materials, equipment, and energy. How is quality managed with regard toeach KPI or KPO? What are the activity based cost drivers? What is thecapacity and throughput? How are decisions regarding the use ofresources made? Are they consistent? What's the net contribution to ROA?What is the variance? What factors govern success and add value at eachstep?

[0088] 4. What types of failures occur? How often do they occur? Do theygo unnoticed? How severe are they? What are the risk priorities?

[0089] 5. What is the “opportunity cost” within the enterprise'sworkflow (i.e., the cost of failures, poor decisions regarding resourceusage, and gaps in current capabilities)?

[0090] 6. What capabilities and characteristics are needed to satisfythe vision, and to limit/eliminate existing opportunity cost? Which areessential?

[0091] 7. What functional gaps exist between the As-Is enterprise model,and the defined vision and goals (i.e., the wish list)?

[0092] 8. What types of success measures can be employed to manage theeffectiveness of the process and to support a continuous improvementprogram?

[0093] 9. What would a “To-Be” model look like? One that is based onstandards, and limits the need for customization. How will it improvethe success measures?

[0094] 10. What are the best “fit for purpose” solution elements? Whatis the installed cost and schedule for implementing the To-Be model, andto achieve “operational readiness”?

[0095] 11. How should the transition be prioritized with regard toneeds, “fit” and “viability” factors? How can the Implementation Planmaximize the net positive cash flow from each improvement? Are there“low hanging fruit”? That is, improvements that can be implementedquickly to help fund the more costly investments?

[0096] 12. What is the ROI and payback period? How sensitive is thepro-forma ROI with regard to potential risks?

[0097] 13. Can capital leasing improve the net present value of cashflow and the program's ROI?

[0098] 14. How can the transition be managed to limit risks?

[0099] 15. What are the benefits of completing the transition using awin/win performance-based contract?

[0100] General Methodology

[0101] The payback requirement discovery and design efforts need to bethoroughly coordinated, and provide open communications between keybusiness and operations management personnel of the manufacturer, andthe Supplier. The Benefit Study (described above) provides:

[0102] 1. Reviewing business opportunities, vision and goals, andfacilities operating requirements;

[0103] 2. Completing detailed “as-is” vs. “to be” enterprise modelsdefining the production and work process for the business functions;

[0104] 3. Defining the Business and Production Models. Identifyingoptimization opportunities;

[0105] 4. Specifying the sensor to boardroom integration requirements;

[0106] 5. Defining a balanced set of dynamic performance measures(DPM's) based on key performance factors;

[0107] 6. Mapping requirements to applications and identifying thebest-fit, least cost solutions;

[0108]7. Finalizing the “To-Be” model for implementation and developinga project implementation & management plan, including:

[0109] A. Solution scope definition & budgets;

[0110] B. Installation requirements;

[0111] C. A pro-forma ROI;

[0112] D. Guaranteed performance contracting measurements;

[0113] E. Implementation and management plan; and

[0114] F. Lifetime support & alliance partnership plan.

[0115] Following the on-site study a performance improvement teamsubmits a proposal that defines the improvement benefits and from whichthese improvements will be derived. Included in this proposal areoptional funding project(s) approaches. A selection of approaches isavailable including either a capital budget as a traditional project, oroperating budget using the positive cash flow generated from theimprovement.

[0116] In a traditional project capital funds are approved by managementand assigned to the performance improvement project through the normalapproval process.

[0117] Today more companies are choosing to partner with a third partyin order to conserve capital and improve the return on capital employedratio.

[0118] By using a shared investment model, the amount of capitalrequired is limited. The manufacturer providing the funding for only thedirect out-of-pocket costs facilitates this. A percentage of these costsis payable at the start of the performance improvement project and thebalance as the costs are incurred. Once the system is started theimproved performance metrics will be immediately available and a trendcan be plotted and compared against the target expectations. This trendis monitored and analyzed by experts from the supplier. This reduces therisk and provides incentive to the alliance to develop a close workingrelationship to limit the negative cash flow excursion and reach thecross over to operating budget funding. At this point the supplierstarts the clock to receiving pre-agreed performance measurementintervals. At the conclusion of this term of contract payments theownership of the system is transferred to the manufacturer and 100% ofthe improvement benefits accrue to the manufacturer.

[0119] With a shared benefit model, the operating budget is used toprovide the funding with the cost payments being offset until theperformance improvement positive cash flow starts once the system iscommissioned. A fixed percentage of the performance improvement benefitsand the term is agreed and stipulated in the contract. Ownership of theperformance analysis monitor improvements remains with the supplier. Atthe end of the term, (that depends on the percentage and value)ownership may be transferred to the manufacturer for a token sum to bestipulated.

[0120] A project evaluator financial modeling tool is used to predictthe key performance benefits, payment schedule, cash flows and ROI termusing the information gained from the performance improvement study. TheROI term to cross into generating positive cash flow is shown as well asthe estimated maximum negative cash flow obligation as a capitalappropriation.

[0121] To establish the benefit improvement the present baselineperformance must first be established. A processing plant controlapparatus provides real-time indications of performance of plantoperations with respect to current state of process means.

[0122] Identification of these economic performance metrics is made by acertified performance analyst (usually working for the supplier) using astandard methodology to derive the measures. Plant-level performancemeasures provide a starting point for the analysis of a total plant DPMstructure. Plant-level performance measures must next be decomposed todetermine the correct measures of performance at the area, and/or unitlevel.

[0123] This decomposition is accomplished via subsequent “VollmannTriangle” analyses down to the lowest operational level in the plant. Acomplete plant analysis of this type is referred to as Vollmanndecomposition. It is important that the decomposition analysis continuedown to the lowest point in the structure for which an operations personhas authority and responsibility. Ultimately, this top-down analysiswill identify and specify the appropriate measures of performance foreach individual at all levels in the manufacturing operation.

[0124] Once this decomposition has been accomplished, and theappropriate measures of performance have been identified for the plantand each area and unit then the process measurement requirementsnecessary to directly make, calculate, or infer the lowest level ofperformance measures must be identified. In some cases, additionalprocess sensors may be needed to effectively model or calculate theappropriate performance measures.

[0125] The performance analyst should investigate other potentialalternative input for a DPM model prior to requesting the addition of anew physical sensor.

[0126] Effective implementation starts at the lowest level in theperformance measurement hierarchy. DPM's are implemented by bringing theprocess measurement values into the control system and using thecapability of the I/A Series control package to directly measure,calculate, or infer each of the DPM's for each operational area.

[0127] The value of each DPM should be set up to be recomputed on a timeor event basis relative to the natural time constant of the particularplant section. The target value of each DPM should reflect the currenteconomic and/or market conditions that drive the plant's manufacturingstrategy.

[0128] Once the DPM's in one of the lowest level areas are implemented,work should proceed to incorporate the other operational areas in theplant at this same level. After first level DPM's are operational, thenext higher level should be developed and so on right up to the highestlevel for the operation. Each node in the DPM hierarchy shouldcorrespond to a management point in the organizational hierarchy. Inthis way DPM's are consistent with the DPM's directly below and abovethem in the hierarchy and manager measures will always be directlydependent on the performance of his or her subordinates.

[0129] The DPM analyst submits a complete written report for plantmanager approval. This is to insure that the performance metrics arealigned with the plant and corporate business strategy. Once thissignature is received an engineer ensures that the DPM's are implementedand the baseline performance measurements are collected and analyzed fora pre-determined a period before the improvement project is completed.

[0130] A team is formed with representatives from the supplier and themanufacturer to implement the improvement strategy. In many cases wheresoftware is used to improve the process (modeling & optimization, looptuning etc.) the services portal 105 with the software and applicationengineering installed, is located at the manufacturing location. Thisservices portal 105 has the ability to connect to the legacy systemfieldbus and via a communications network path to a remote monitoringstation (e.g. remote monitoring station 160) of the supplier. Thisenables the implementation to be developed and tested off-line prior toinstallation without interfering with the legacy system operations.Remote monitoring begins immediately after the improvement is ready tostart. This enables supplier performance analysts to continuouslymonitor the performance improvement without site intervention. If aperformance alarm occurs the team can immediately analyze the problemand take corrective measures.

[0131] In the proof of concept stage 410-470 the objective is thedevelopment of mutual confidence between the two companies workingtogether for the first time in a performance improvement alliance. Asuccessful outcome is the goal of both parties and mitigating risk is ahigh priority. The joint operating know-how, engineering knowledge andindustry experience is a powerful combination enhanced by powerful toolsand technology to mitigate as much as possible the risk factors ofcultural and operating changes.

[0132] The team begins the analysis of the performance real timeimprovement metrics derived from the DPM's to make sure that the trendis on a path to meet the expected performance improvement targetsestablished in the contract. Periodic site visits and continuous remotemonitoring are used to improve the performance and the teamcommunication. Reactions to business strategy due to market conditions,lost opportunities and the performance of the virtual profit centerscreated by the DPM methodology are closely scrutinized and adjustmentmade as required to the improvement strategy and if necessary to thebaseline metrics.

[0133] The proof of concept project performance contract will stipulateby mutual agreement, certain measurement points to conclude that thetest results met or did not meet mutual expectations. Typicalperformance measures include:

[0134] Increased throughput

[0135] Reduced energy consumption

[0136] Reduced waste

[0137] Reduced inventory cost

[0138] With the successful conclusion of the proof of concept phase theparties meet at the executive level to conclude the Performance AllianceAgreement that sets out the relationship of the partners and themeasurement criteria for a long term mutually rewarding relationship.Both partners are strongly encouraged to assign Executive AllianceManagers to oversee all aspects of the alliance and to be aligned withthe business strategy of the manufacturer to manage, drive and reportprogress of the alliance.

[0139] Both partners also agree to assign Executive Sponsors to theAlliance to provide the appropriate level of executive support to thealliance activities.

[0140] Each partner agrees to assign other resources to the Allianceteam as requested by the Executive Alliance Manager.

[0141] The same methodology is used at remaining sites. As more sitesare added the Alliance Managers will develop a uniform corporatecommercial agreement for all sites using an internal RFP process. Thiswill accelerate the speed of improvement deployment and reduce cost.

[0142] The Performance Alliance Agreement (PAA) defines therelationship, responsibilities, measures and mutual expectations of along-term relationship. A PAA is the embodiment of this relationshipthat is based on trust, team sprit with a common goal to improve thecompetitive position of the manufacturer through a combination ofoperating and technical experience and modern tools and engineeringknowledge.

[0143] Economic Value Added (EVA) is the ultimate measure of thePerformance Alliance Agreement. EVA is defined as: After tax operatingincome—cost of capital x (total assets—current liabilities). EVAmeasures the excess of a company's operating income over the cost of thecapital involved.

[0144] Once an Automation Process Modeling exercises has been completedit is often tempting to believe the task is done and to essentially goback to business as usual. In the dynamic competitive environmentcreated by the globalization of the past ten years this would be a hugemistake. A continuous performance improvement process should be builtright into the automation planning activities. Every action that resultsin improvement of the performance measures should be followed by asearch for the next action that may help. In this way the economicperformance of the operations will continually improve and theautomation system technology will become the decision support system tohelp drive the improvement. Also, whenever a major change takes place inthe company's markets, a new strategic analysis might need to beexecuted. This may result in a revised competitive strategy and newperformance measures. Without this type of continuous strategic analysisthe operations within the company may be working to the wrongperformance measure.

[0145] To offset the problem the supplier may offer a suite of LifetimePerformance Services. These services are designed to continuouslymonitor the DPM's to insure that the operating performance gains are notnegatively affected by factors such as loop tuning, asset modifications,operating strategy, current technology upgrades operator variations etc.

[0146] A number of implementations have been described. Nevertheless, itwill be understood that various modifications may be made. For example,advantageous results may be achieved when the steps of the disclosedtechniques are performed in a different order and/or when components ina disclosed system, architecture, device, or circuit are combined in adifferent manner and/or replaced or supplemented by other components.Accordingly, other implementations are within the scope of the followingclaims.

What is claimed is:
 1. An apparatus for monitoring performance of anindustrial process comprising: a service portal for collecting,transmitting and analyzing parameter data from process field devicescomprising: a network connection that connects to a process controlsystem of the industrial process; a remote collector that collectsparameter data from process field devices; a processor that identifies,sorts, and stores the collected parameter data; a communications modulefor transmitting the stored parameter data to a remote monitoringstation for analysis.
 2. The apparatus of claim 1 wherein the networkconnection is a wireless network connection.
 3. The apparatus of claim 1wherein the network connection is an optical network connection.
 4. Theapparatus of claim 1 wherein the network connection is a radio frequencynetwork.
 5. The apparatus of claim 1 wherein the remote collectorcollects the parameter data from a workstation.
 6. The apparatus ofclaim 1 wherein the processor performs simple analysis of the parameterdata.
 7. The apparatus of claim 1 wherein the processor performs trendsanalysis of the parameter data.
 8. The apparatus of claim 1 wherein theprocessor performs statistical analysis of the data.
 9. The apparatus ofclaim 1 wherein the processor models the parameter data.
 10. Theapparatus of claim 1 wherein the processor develops a simulation of theprocess.
 11. A method of optimizing industrial production comprising:providing an onsite production process parameter monitoring device to aclient for monitoring the parameters of a set of field devicesassociated with a client production process wherein the monitoringdevice can transmit process data offsite for analysis; associating themonitoring device with a data output of each field device within the setof field devices, wherein each field device gathers process parameterdata associated with an operation performed and transmits the data tothe monitoring device associated with the process; monitoring each fielddevice through a plurality of performances of the process, whilegathering parameter data from each performance; and transmitting thegathered data offsite for analysis.
 12. The method of claim 11 furthercomprising maintaining an on site central data collection device whereinall of the data associated with the process is collected for on site useand offsite use.
 13. The method of claim 11 wherein associating themonitoring devices with a data output of every individual field deviceincludes: defining a potential data output stream from each fielddevice; and establishing a data communications link between each fielddevice and the associated monitoring device.
 14. The method of claim 13wherein defining a potential data output stream includes: identifyingrelevant process parameters; and ensuring that each relevant processparameter is being monitored.
 15. The method of claim 13 whereinestablishing a data communications link between each field device andthe associated monitoring device includes linking the field devices tothe associated monitoring device using any combination of wireless,infrared, RF, direct connect, POTS, Ethernet, LAN, WAN, internet,intranet, fiber optic, or optical communications.
 16. The method ofclaim 11 wherein gathering parameter data for each performance of afield device includes: splitting the data stream from each field deviceinto individual process parameter data; creating a data historian foreach parameter, for each field device and for each production process;and storing the data in an on site central data collection device and inan offsite storage and analysis device.
 17. The method of claim 11wherein the monitoring devices transmit the data offsite using anycombination of wireless, infrared, RF, direct connect, Ethernet, LAN,WAN, internet, intranet, fiber optic, or optical communications.
 18. Amethod of optimizing industrial production comprising: providing aplurality of onsite production process parameter monitoring devices to aclient for monitoring the parameters of a set of field devicesassociated with each client product wherein each monitoring device cantransmit process data to an offsite analysis group; associating themonitoring devices with a data output of each field device in the set offield devices, wherein each field device gathers process parameter dataassociated with the operation performed and transmits the data to themonitoring device associated with the process; monitoring each fielddevice through a plurality of performances of the process, whilegathering parameter data from each performance; transmitting thegathered data offsite for analysis; and analyzing the gathered dataoffsite using process experts, wherein the process experts developoptimal physical parameter ranges for each field device of each clientproduction process.
 19. The method of claim 18 further comprising an onsite central data collection device wherein all of the data transmittedoffsite is collected for on site use.
 20. The method of claim 18 furthercomprising transmitting the optimal physical parameters for each fielddevice of each client production process to the client.
 21. The methodof claim 20 further comprising making adjustments to a field devicecontroller for each field device, wherein the adjustments are based onthe analysis of the data performed by the experts.
 22. The method ofclaim 21 wherein the adjustments are made while the process is running.23. The method of claim 21 wherein the adjustments are made while theprocess is idle.
 24. The method of claim 21 wherein the adjustmentsresult in optimal productivity for the process.
 25. The method of claim18 wherein the field devices transmit data to the monitoring deviceusing any combination of wireless, infrared, RF, direct connect,Ethernet, LAN, WAN, internet, intranet, fiber optic, or opticalcommunications.
 26. The method of claim 18 wherein the monitoringdevices transmit the data offsite using any combination of wireless,infrared, RF, direct connect, Ethernet, LAN, WAN, internet, intranet,fiber optic, or optical communications.
 27. The method of claim 18wherein analyzing the data includes developing a statistical model forthe data.
 28. The method of claim 18 wherein analyzing the data includesdeveloping simulation models of the process using the data.
 29. Themethod of claim 18 wherein analyzing the data includes doing a trendanalysis of the data.
 30. A method of improving a manufacturing client'sbusiness performance comprising: determining a current baseline businessperformance for the client including identifying targeted areas ofimprovement in the manufacturing area; analyzing potential economic gainthat may be realized for each targeted area; identifying dynamicperformance measures for each targeted area; monitoring industrialprocess parameters within the target areas and developing baselinedynamic performance measures of the target areas; analyzing the baselinedynamic performance measures to identify areas for optimization withinthe industrial process; and optimizing industrial process parametersbased on the analysis of the baseline measures.
 31. The method of claim30 wherein determining a current baseline business performance for theclient includes on site study of the plant process.
 32. The method ofclaim 30 wherein identifying targeted areas of improvement includesidentification of deficient performance of the process using economicanalyses.
 33. The method of claim 32 wherein using economic analysesincludes defining how potential changes will yield an increased returnon investment over the baseline.
 34. The method of claim 30 whereinidentifying dynamic performance measures for each targeted area includesidentifying measurable process parameters that are directly related toeconomic performance of the targeted area.
 35. The method of claim 30wherein monitoring industrial process parameters within the target areasand developing baseline dynamic performance measures of the target areasincludes: observing multiple performances of the processes associatedwithin each target area; and evaluating economic effects of theindustrial process parameters.
 36. The method of claim 30 whereinmonitoring industrial process parameters includes establishing abaseline optimum value for each process parameter based on multipleperformances of each process.
 37. The method of claim 30 whereinanalyzing the baseline dynamic performance measures to identify areasfor optimization within the industrial process includes evaluating theeconomic effects on the product of the industrial process parameters.